Business Strategy, Empowerment, And Stakeholder Relations in Two Cooperatives: An Organizational Analysis
Ligaya C. Rubas
Abstract
This paper examines the distinctive business strategies, people empowerment, and stakeholder relations employed by two selected cooperatives in Pres. Roxas, Cotabato, and Kapatagan, Digos. Using the framework on organizational development process, this study shows how these cooperatives were able to cope with their organizational problems and issues; and what interventions they made to recoup their position and instill renewed hope among their stakeholders.
The Green Valley Multi-Purpose Cooperative positioned itself as a primary agri-marketing cooperative in Pres. Roxas, and eventually branched out to other major rice-producing areas in the Cotabato province. Its strong financial condition that allowed it to expand its savings and loans into a banking service was in large part due to the strong relations it had developed with cooperative alliances, and in its innate ability to effectively manage the member’s investments.
The Kauswagan Cooperative managed to bolster its vegetable trading after its long operational slump. The coop management’s recognition of their organizational problems and their renewed effort to recover their large collectibles, complemented with the establishment of an internal control system, enabled them to embark on a transparent and sustainable cooperative undertaking.
Keywords: business strategy, empowerment, stakeholder relations, organizational analysis, human capital, cooperatives.
. The Green Valley Multi-Purpose Cooperative positioned itself as a primary agri-marketing cooperative in Pres. Roxas, and eventually branched out to other major rice-producing areas in the Cotabato province. Its strong financial condition that allowed it to expand its savings and loans into a banking service was in large part due to the strong relations it had developed with cooperative alliances, and in its innate ability to effectively manage the member’s investments.
The Kauswagan Cooperative managed to bolster its vegetable trading after its long operational slump. The coop management’s recognition of their organizational problems and their renewed effort to recover their large collectibles, complemented with the establishment of an internal control system, enabled them to embark on a transparent and sustainable cooperative undertaking.
Keywords: business strategy, empowerment, stakeholder relations, organizational analysis, human capital, cooperatives.